It’s About the Kids

1. It’s About the Kids MEMPSA Leadership in Times of Crisis

3. The Calling to Compassion There is no greater honor….there is no greater responsibility...than to be there for someone on the worst day of their life

4. Back to School There is no business recovery without people who: • Are healthy enough to return to work and be productive • Are assured enough of their safety to not feel afraid to return to work • Have had their trust in the leadership established so that they desire to return to work • Have had their loyalty rewarded so they remain employees over the short haul and the long Marsh Crisis Academy

5. Leadership Pivot Points High Impact. High Visibility. Geraldo (or You Know who) shows up at your school.

6. Do the Right Thing and It’s Good for Business COSTS • A promise breach • Staff and student attrition • Lowered morale • Reduced productivity • Workers Comp and disability claims • Law suits • Reputational damage

7. Impact of Traumatic Stress Fight Flight Freeze

8. Existential Amygdala? Regress to more basic, primitive impulses and defenses The brain is re-circuited toward use of functions focused upon creating an immediate sense of safety. These thought patterns are not necessarily logical as the portions of the brain dealing with advanced abstract thought are “put on hold”. Decisions tend to be impulsive, extreme, and based more on emotion than logic. Emotional responses are magnified and self-protective

9. More Existential Amygdala Immediately attempt to make sense of the incident in effort to gain a feeling of control over it The belief is that if one can understand the incident, s/he can be safer by preventing it next time. When the answer to “why” isn’t available, people will create one! The understanding is likely to be reactive and lack objectivity.

10. A Fragmented Community Isolate from others The lack of control experienced in the tragedy leads people to pull away from others in distrust.

11. Anticipate Resilience • We are fearfully and wonderfully made. • Education can provide inoculation. • Utilize strengths. • Reduce likelihood of making it worse.

12. Who Bounces Back? A belief in a cause bigger than one’s self. A reason to press on Positive social support The presence of pre-incident healthy coping skills and activities (Sound like your staff? Your constituency?)

13. Finding Meaning “…the degree to which people can ultimately come to an understanding of such events in the early aftermath may help restore a sense of security and hasten the process of adaptation.” • Updegraff, Silver, and Holman (2008)

14. Shattered World View Many trauma survivors struggle with challenges to sense of meaning and justice in the face of shattered assumptions about prevailing justice in in the world due to the way in which they were either exposed to traumatic events or treated during the post-traumatic aftermath. • Hobfoll, Watson, et.al., 2007

16. Self-View Predicts Resilience • Wrong place. Wrong Time vs. They picked me because I’m weak. • Whew! Grateful to be alive vs. This kind of stuff always happens to me. • Normal reaction to an abnormal event vs. I’m a weak wimp.

17. My View of My Organization Predicts Resilience • We are the Hokies vs. We are the Victims • This school cares about me vs. I’m just a number. • My principal knows his/her stuff vs. My principal is clueless.

18. Boston Strong Resilience

19. Empirically-Supported Early Intervention PrinciplesWhat Makes a Difference? HOPE SAFETY SELF- EFFICACY CONNECTEDNESS CALMING

21. Care for Those Who Care for Those • Pre-incident training for a Crisis Response Team • Leaders are human too! Consult with someone outside of the circle of impact. • Equip and support faculty and staff. Then support them again. External expertise! • Kids respond best to those they already know and trust. • Don’t forget support staff!

22. Crisis Communication - ACT • Acknowledge and name the trauma • Communicate pertinent information with competence and compassion • Transition to adaptive functioning and/or refer to additional care • Crisis Care Network

23. ACT Acknowledge • Acknowledge what has happened • Deliver information with sensitivity • Acknowledge the event’s impact upon people • Acknowledge the event’s impact upon you • Grant permission for a wide range of reactions • Serves to: Demonstrate leadership strength, align the leader with those led, establish a platform for cohesiveness

24. ACT Communicate • Communicate both competence and compassion • Visibly communicate care and concern for those involved • Summarize what has happened. This is what we know at this time…. • Present objective and credible information. OK to read a script. Stick with it! • Serves to: control rumors, reduce anxiety, and return a sense of control to impacted individuals

25. ACT Transition • Focus upon immediate next steps • Provide information about coping – Emphasize resiliency. • Triage back to adaptive functioning or to an appropriate level of care. • Practical Assistance - determine basic and practical needs. • Linkage with Collaborative Services - transition individual to appropriate level of support and provide information. (Church, counseling center, community resources, written communications and web resources, telephonic support via a 1-800 number, to continued personal assistance/ intervention).

26. Faith

27. Hope

28. Love

29. Contact Information Bob VandePol Pine Rest Christian Mental Health Services www.Pinerest.org Bob.vandepol@pinerest.org 616-258-7548